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Workforce Development

becoming an employer of choice

Human Resources & Workforce Development

Human resource function is the most critical to any organization and often the most overlooked. No business is successful without the employees that do the work and grow the business. Human resources not only have the specific functions of hiring and retainment but also the legal documentation for employee management and the responsibility for managing internal culture. Many times the human resources department is called the “Chief Culture Officer”.

Many of the programs that MTS offers help the human resources department obtain the culture that makes hiring easier because they are the “Employer of Choice”. This also helps retain employees through fostering the proper work environments. 

 

SMARTalent

Manufacturers who analyze their workforce investments in ways similar to their other business investments (process control, inventory management, product development, finance and accounting) will find that their use of diagnostics for workforce development will provide them with: 

  • Greater Productivity
  • Better Trained Employees
  • Reduced Turnover
  • Better Pool of Job Applicants

SMARTalent is the tool that will help your company position it’s self not just for survival but for sustainable profitable growth.

How does SMARTalent Work? If manufacturers are to engineer innovation in their businesses, workforce development investments will need to evolve from a one-off transactional type of activity (let’s train in Lean this year) to a business strategy integrated with plans for next generation strategies (what kinds of skills do we need to become a world-class manufacturer and expand our markets?). The cycle of business planning for workforce investments can be understood in the graphic below. Each component is followed by the type of activity that manufacturers must consider in their workforce planning process.

Planning and Strategic Alignment
  1. Develop Business Vision
  2. Operationalize Vision: Identify Skill Needs
  3. Perform Skills Gap Analysis: Current versus Future Desired Skills
  4. Implement Workplace Reorganization and Training
  5. Assess and Evaluate Effectiveness of Plans as Business Strategy
Recruitment
  1. Develop Job Profiles Aligned with Skill and Competency Demands
  2. Identify Necessary Educational or Training Credentials for Skill Verification
  3. Inform Community Partners of Skill Demands and Trends
  4. Monitor Position Description Changes as Business Shifts
Development and Management
  1. Define Performance Specifications in Line with Job Descriptions
  2. Plan for Work Flow and Staffing Assignments
  3. Ensure Access to Skill and Career Information for Employees
  4. Provide Workforce Development Opportunities
  5. Define and Quantify Return on Investment to Workforce Development
  6. Ensure Human Resource Policies Support Organizational Goals and Employee Needs
  7. Work with Community Providers on “Talent Pipelines”
Retention and Succession
  1. Provide Career Pathways and Career Mobility as well as Commensurate Pay/Benefits
  2. Develop and Implement Leadership and Succession Plans
  3. Solicit Feedback from Employees and Customers on Satisfaction
  4. Periodically Reassess What Success Means
  5. Define and Quantify Return to Workforce Development as a Business Investment
  6. Adjust Accordingly

 

Training Within Industry (TWI)

Incorporate a proven program that give people the skills to succeed. TWI is a dynamic program which uses a learn-by-doing approach, teaching essential skills for supervisors and team leaders.

TWI's core programs are Job Relations - building and maintaining positive employee relations; Job Instruction - training workers to quickly remember how to perform jobs correctly, safely and conscientiously, and Job Methods - improving the ways in which jobs are done. Together they help to:

  • Decrease absenteeism and employee turnover
  • Reduce training time
  • Decrease rework
  • Increase productivity
  • Increase quality

TWI was originally developed in the United States during WWII to aid in war productions. After the war, it was provided to Japan to aid in reconstruction of their economy. It has been utilized and refined by Toyota to develop the Toyota Production System (TPS) over 50 years ago. It has seen a recent resurgence as companies have realized the cost of training workers.

 

Executive Coaching

Leverage your strengths and develop your executive team in ways that bring greater effectiveness and satisfaction to your organization.

The most challenging part of a lean transformation is motivating, inspiring, and effectively leading others. To achieve a real transformation to continuous improvement, it is essential that your management team have the confidence and ability to connect with others in a way that is positive, motivational, genuine, visionary, and trustworthy.  One-on-one executive coaching will equip your team with a customized action plan to achieve success in a Lean transformation or even if you are just managing change. 

  • Identify those things that will rapidly accelerate you and the lean initiative to higher success
  • Move past limiting beliefs and patterns
  • How to handle difficult situations or people
  • Skills needed to lead an enterprise-wide change initiative
  • Address weaknesses but focus on enhancing strengths

 

Succession Planning

A succession planning is a process that helps ensure that your business has qualified and motivated employees to step into key leadership roles when the time comes. We are a Certified Family Business Transition Advisor through the Galliard Family Business Advisor Institute and have the tools and support to serve the largest business sector in the world—the Family Business. We are able to help family businesses transition successfully through effective ownership and management planning and leadership development that WORKS!

Many recent studies indicate that as many as 55+% of business owners will transition out of their current positions within the next 5-10 years and most have no formal plan to do so, having: 

  • No successors
  • No financial plan
  • No personal plan for the future
  • No solid options to consider

A successful, well planned transition will provide opportunities for enrichment and joy and the chance to change the course of one’s life with dignity. With effective planning, both the family and the business can thrive through the inevitable changes that impact every small business. We can help:

  • Determine the current and desired future value of your business to maximize your investment
  • Develop a well-integrated, comprehensive exit strategy for current leaders.
  • Develop succession plans that prepare future leaders for business success
  • Develop a plan to move forward that acknowledges the issues of both the family and the business

Interesting facts:

  • 95% of businesses in the US today are family-owned or closely-held.
  • 80% of those businesses have 20 or fewer employees.
  • Fewer than 15% have a solid plan for passing their business on to the next generation of leadership, even though 85% express a wish to do so!

 

Right to Know Training

Establishing employee communications with regards to safety is a requirement for any organization. Organization of information into quarterly and yearly communications ensures all employees are versed on major safety procedures.

 

Safety Program

Because of the very nature of manufacturing, managers are always looking for ways to improve safety. Safety in the workplace should always be a high priority. The bottom line is that having accidents on the job, can lead to a loss in productivity, and can cost the company a lot of money. It can also have a huge effect on how your employees perform their work. This is because if they do not feel as if they are in a safe environment, they will not perform to their best potential.

 

HR Executive Roundtable

The Human Resources Executive Roundtable is a membership group of top human resource executives from South Dakota companies. Membership is by invitation. The overriding purpose of the roundtable is to enhance the effectiveness of members in achieving their organizational goals. Membership fees provide support that helps to advance the field of human resource management and organizational behavior through research and innovation.  Although membership will be geared toward manufacturers, other industries will be included to obtain a diversified cross section of leaders throughout South Dakota.

The HR Round Table provides high-quality programs aimed at the concerns of corporate HR executives. These programs are strategic in focus, and the topics are chosen as a result of membership suggestions. The meetings are led either by carefully chosen experts, or roundtable discussion topics driven by questions from the members. Because the membership is small, members are better able to effectively network with other executives across industries. Membership is intentionally limited to around 25 member companies